Design a site like this with
Get started

The Case For Curiosity

To foster innovation or just stay fresh, smart businesses are encouraging curiosity.

Curiosity has had its share of bad connotations. Curiosity is an oddity, scorned as nosiness, and even blamed for killing the cat!  

Nevertheless, it’s a primary driver of human evolution, and many businesses today are openly embracing it. It’s now among the desirable traits sought in corporate leaders, along with standbys like intelligence and trustworthiness. It is also seen as a valuable quality for employees. As Bain and Company Chairman Orit Gadiesh said in 2018, “The best way to stay employable is to stay curious.”

Curiosity to discover how something works – or why it doesn’t – can be an enormous benefit to businesses intent on continuously improving their operation. More and more managers are fostering an environment that promotes inquiry, creating more opportunities for learning, constructive collaboration and innovation. 

One workplace target for this kind of investigative mindset is complacency. Even the most interesting jobs can become–at least in part–routine. Some may even seek the routine as part of maintaining a comfort zone. It’s an understandable preference to taking on the seemingly insoluble big issues that impact all business, such as inflation, labor shortages, supply chain disruptions and the rest. 

An agent of transformation.

When we go beyond what we know and search for deeper understanding, we can create new goals, new opportunities, and in turn, reach more positive outcomes. 

There are a number of ways to engage your own natural curiosity. 

Begin by taking the time to reflect and gain a deeper understanding of your actions and thought process as a leader. Ask yourself questions such as “How have I evolved?” and “What opportunities have I missed?”  

When you take the time to evaluate the systems already in place, it can help track progress and force you to think about the next steps you should take to create lasting, positive change. 

Too often we remain in the status quo because that is what we have always done. Curiosity is the fresh face on thinking outside the box.

Are there daily tasks or outdated processes that could be eliminated? Do employees see aspects of their jobs that are stressful and could be streamlined or simplified by adjusting workflow or adding technology or other solutions? 

Feedback is an essential part of evaluating the effectiveness of a team or project design. If the process of seeking answers and remedies is infused with a healthy sense of curiosity instead of scrutiny and investigation, it takes on a completely different tone. And that can help foster more curiosity among employees, too.

As Forbes assured, “Being curious will create new possibilities for you as a leader, and produce a system where others do the same for themselves and the culture.”

This article was originally published on Tim Noonan’s blog.


New Emphasis on Worker Mental and Physical Health

In the lengthening shadow of the pandemic, studies show increasing workplace concerns.

Awareness of corporate leadership’s responsibility for safeguarding and even bettering mental health has led to improvements in recent years. For decades, consultants had advised executives of the need to provide wellness programs for both employees and management personnel. 

In the lengthening shadow of a subsiding pandemic, businesses are gaining a sharper awareness of the very real vulnerability of the individuals they employ, whether in the office or remotely. 

It wasn’t so long ago, as Forbes recently described it, that employees “were required to mold their lives around demands of the company and to profess loyalty to the business above their mental or physical health or family time.” 

As that arcane approach recedes in the rearview, the office-clearing fear of COVID and its variants has given business leaders new challenges and greater motivation.

Separate surveys conducted by The Conference Board in March and October of 2021 combined to show the impact of the first eighteen months of the pandemic on U.S. workers. 

In March 2021 nearly 60 percent of 1,100 U.S. respondents from a cross-section of industries and from CEOs on down “reported concerns about stress and burnout … [with] more than one-third of respondents also expressing concerns about their physical wellbeing, including fear of getting sick.”

Then, to coincide with World Mental Health Day in October 2021, a second survey of 1,800 workers and management revealed that “nearly 80 percent of workers [now] worried about their mental health.” It warned managers to take note that over half of those surveyed “said their mental health had degraded since the start of the pandemic.”

Post-pandemic emphasis on programs  

Clearly, regardless of industry, today every company should prioritize cultivating a mental health focused work environment.  Workers have had to deal with new workplace challenges even as their entire lives were impacted. Now the added threats of inflation and a war in Eastern Europe are compounding the stress. 

The changing attitude that mental health support is not an employee perk but a corporate responsibility is ushering in a new era for mental health in the workplace. It’s clear that employees are no longer willing to sacrifice their own mental health and well-being for the sake of a company’s financial goals. 

As YPO posted in recognition of last year’s World Mental Health Day, “there are manageable ways to keep a focus on mental health.”

Beyond responding to worker unease over pandemic issues, leaders with existing programs focusing on mental health must strengthen them as part of the new normal. Those without these programs need to quickly establish and then maintain them. 

It is simply not enough to offer minimal healthcare benefits. While it’s important that employees have access to healthcare insurance networks, employers should also look into the emerging options of telehealth and healthcare apps. 

Considering many health care providers have been under-staffed since the beginning of the pandemic, telehealth offers people a valuable tool in taking control of their own health. This includes doctor visits via webcam, online therapy sessions, and streamlined medical results. 

Employers should not only offer traditional benefits, but provide their teams with new, consumer driven technology, such as mobile apps. There are a number of apps that allow users to connect with mental health professionals, utilize self-care practices, and receive medical results from anywhere. 

Fostering a safe and supportive workplace

The most common complaints of unhappy employees are the lack of work-life balance and excessive stress. 

In order to create a truly productive and safe work environment where mental health is a focus, workloads must be manageable, hours should be flexible, and everyone needs to feel safe in bringing up personal concerns. Leaders are encouraged to create safety by not only uplifting and acknowledging the struggles of others, but by being transparent about their own stressors and challenges.

Remember, when people experience burn-out and feel unacknowledged, the quality of their work and levels of satisfaction decline. However, when they feel supported and empowered, great things happen.

While there is always room for improvement, every business should focus on how to increase engagement in mental health services and ensure that everyone has access to the necessary resources.

This article was originally posted on Tim Noonan’s blog.

Cultivating a Hybrid Workplace

Tips for executives on managing a workforce combining remote and onsite employees. 

The onset of the Coronavirus pandemic required companies that could, shift to partial or total remote working. Suddenly, a slow, measured evolution borne of the Internet age leapt into hyperdrive.

Before 2020, the number of Americans telecommuting, as it was called, was about 4.7 million, roughly 17 percent. That reflected an increase of 20 percent during the previous five years. Within months, Gallup determined in May 2020, the number of full-time adult employees working from home had shot to 69 percent – 54 percent fully remote and 15 percent just partially.  

What had been a relatively rare situation, offered most as a perk to lure or retain desirable employees, had become a regular feature of the employment landscape for businesses around the world.

In 2022, executives and managers must weigh any concerns over lack of direct staff oversight with a general sense that employees feel more productive working remotely. The absence of a daily commute has left them less stressed. However, some surveys reveal there are remote workers who report loneliness, who miss interaction with co-workers, and who fear being out of the loop. 

Some Tips to Help the Hybrid Team Manager

Here are some tips to help develop policies and procedures for managing a workforce that mixes fully remote and fully on site with employees whose schedules are a blend. These are already helping leaders cultivate a healthy workplace culture for their hybrid team and improve employee satisfaction and engagement.

Avoid Policing Time – While there are methods to track the exact time employees spend at their remote desk, they can feel pretty invasive and ultimately be counterproductive. Team members want to feel they are trusted, so don’t attempt to micromanage their time. Rather than focusing on how much time your employees spend working, try to look for benchmarks in what they accomplish. As long as they complete all of their assigned tasks on time, according to directions, and remain available for meetings and check-ins, it can be assumed that they are spending an appropriate time on the job.

Create Spaces for Connection – When working in an office setting, your team will naturally build relationships as they spend time around each other and collaborate on projects. When working remotely or in a hybrid situation, there is less opportunity for these more casual interactions. To encourage team unity and help people feel connected to their coworkers, make time in virtual meetings for more casual conversation. Invite people to share fun stories or life updates as a low-key opener to a meeting or connect people with mutual interests when appropriate.

Make Time for One-On-One Check-Ins – Your employees may work more independently in a remote or hybrid setting, but that doesn’t mean you should stop checking in. Set a time once a month or so to meet with employees individually to see how they are doing and get feedback on what they might need from you. This will help you keep tabs on the well-being of your employees and make sure they have the opportunity to express challenges and concerns.

Model a Healthy Balance – One of the temptations that comes with a hybrid workplace is to bring work home all the time. As an office manager or team leader, model a healthy work-life balance. If employees are constantly working into the evenings and over weekends, beyond what is expected of them, it can lead to burnout and other negative mental health effects. Encourage employees to avoid answering work-related emails and other communications outside of working hours, and invite them to let you know if they feel pressured to work outside of regular hours> it may be time to redistribute some of their workload or help equip them with better time management skills. Regardless, take these actions in your own work to avoid stretching yourself too thin and encourage your team to do the same.

The pandemic let the independence genie out of the workplace bottle, and it won’t be returning. The important thing for executives to do now is use the acceptance of the technologies to make their teams more productive … and happier about their jobs.

This article was originally published on Tim Noonan’s blog.

Do CEOs Say We’ve Turned a Corner?

YPO’s recent survey of 1,700 business leaders identifies challenges, outlook  

As we enter 2022 and approach the third year of this shape-shifting pandemic, chief executives continue to navigate uncharted waters. Nevertheless, some companies are able to convert their obstacles into opportunities and grow. Others struggle against supply chain disruptions, labor shortages, inflation and high staff turnover. 

How have the past two years of challenge affected the outlook and enthusiasm of the world’s business leaders? 

To find out, the global leadership organization YPO surveyed 1,700 of its member CEOs. It discovered that the overwhelming majority are encouraged as the new year begins: 81 percent have a generally “favorable” outlook (“very favorable” for 34 percent and a cautious “somewhat favorable” for 47 percent).

The data also revealed some division between entrepreneurial companies and family business operators, with entrepreneurs being more confident about the future.

When parsing by industry sectors, CEOs in Product Services have a combined “very or somewhat favorable” 91 percent. Aviation and Food & Beverage sector CEOs seem the least optimistic. 

The clouds on the horizon

Across the board the primary source of apprehension is inflation. Many are grappling with increased wage pressures amidst rising costs and declining revenue and profits. Those hardest hit are in the western United States. CEOs in Food & Beverage, Manufacturing and Construction appear most concerned about inflation. 

The impact of supply chain disruptions is not expected to lessen soon. Only two percent of respondents think it will be resolved in the early months of this year, while most think it won’t be before the end of 2022. A healthy number see it persisting into 2023. Two other major pandemic-inspired challenges for CEOS are finding and retaining the right talent and complying with new government operating restrictions.

Brighter days ahead

However, it’s not all bad news. Things are looking up for many companies in the key areas of hiring and revenue growth. Thirty-seven percent of CEOs reported increased revenues of 20 percent in 2021, with only 17 percent reporting a decrease. Not surprisingly, given the source of the “optimism schism” referenced earlier, entrepreneurs show better revenue growth than family business operators. 

The specific industry sectors that seem to be faring better in terms of revenue, with an average ten percent increase last year, are Media/Entertainment, Product Services, and Financial services. Those showing a ten percent decrease are Hospitality, Telecommunications, and Energy/Oil/Gas.

Across the board, however, hiring is picking up and there is major growth predicted. However, hiring challenges continue. Global labor shortages pose a serious threat, with many companies, especially in professional services, struggling to retain employees. Reasons for high turnover include changes in life goals and burnout. 

CEOS who are already addressing these challenges state that they are stemming turnover and increasing retention in their workplaces by shifting to permanent flexible work schedules, remote work, and improved mental health benefits. 

All in all, the YPO survey illuminates the state of mind of leaders across industries as they begin another year of uncertainty. There is a focus on improving work culture, engagement, and retention. They appear committed to staying on top of existing cash flow while exploring alternative streams. 

To succeed in 2022, CEOs will have to mitigate the impact of inflation and navigate the challenge of ongoing supply chain issues. They must also take the time to understand the ever-evolving needs of customers and employees.

This article was originally published on Tim Noonan’s blog.

Tips for Building Trust in Business Relationships

Trust is perhaps the most crucial pillar to establishing a positive, sustainable relationship, whether it be with clients, employees or business associates. Building trust does not happen overnight. It takes clear communication, integrity and consistent follow-through (among other factors) over time. 

Clear and Authentic Communication

It is never safe to assume. Practical assumptions can be made in any organization or business interaction, however nothing is clear unless it has been expressly communicated. Clearly communicating and ensuring a common understanding of those expectations can only help build trust. This is where agreed structures and clear procedures come in. Creating transparent and consistent steps allows for a long-term, sustainable foundation within an organization or business relationship.

Integrity & Reliability

Establishing trust doesn’t come without integrity and reliability. That means honoring your commitments and not making promises you can’t keep. Consistency in keeping your word not only shows others what you expect from them, it builds trust over time. Remember, aligning your words and actions will have the most impact on client perceptions and employee engagement and commitment to your business.


Building trust also requires transparency when you fall short of others’ expectations or make mistakes. It takes being authentic and communicating with candor and humility. Owning your mistakes and being vulnerable are strengths that will help you gain the greatest amount of support and trustworthiness; so will inviting others to do the same. People should have a safe environment where they can take personal responsibility and voice their opinions, knowing they will be heard and respected.

Growing trust within an organization starts with leadership and takes involvement at every level, where everyone is on the same playing field. Allowing exclusive circles that are held to different standards will quickly deteriorate employee trust and engagement. 

Trust creates the foundation to lasting client relationships, strategic partnerships and collaborative company cultures. Focusing on it will give you the greatest amount of return that can have a direct impact on your business success.

This article was originally published on Tim Noonan’s blog.

How Innovation Works and Why

The leading entrepreneurs of today’s world rely on innovation to build their careers and to justify the many years of hardships that are often the result of their efforts. Ultimately, entrepreneurs bring answers into the world that solve problems or build on prior innovations. 

“If I have seen further, it is by standing on the shoulders of giants.” –Isaac Newton, 1676

Just look at our greatest technological advancements. Great breakthroughs typically don’t happen to a single lone genius. 

Thomas Edison is synonymous with “the light bulb” and yet he didn’t invent the glass bulb or the glowing filament inside it. He merely improved two separate innovations developed decades before to the point that they became commercially practical in 1880.

Henry Ford released the Model T in 1908 and it was the first car to gain mass-market appeal at a time when many still travelled by horse. However, the car was powered by an internal combustion engine that was actually created by Karl Benz a quarter century earlier. And it took many other engineers whom subsequently improved on the design for better efficiency, comfort and performance.

Think about how Apple revolutionized personal music with the iPod. Apple’s innovation was merely the pulling together of different technologies that already existed.

History is full of stories of famous innovators who have built upon the achievements of those before them.

In order to be successful as an entrepreneur one must understand how innovation works and how to successfully harness it.

Matt Ridley is a leading author within America’s discussion on innovation. Ridley’s book titled “How Innovation Works: and Why it Flourishes in Freedom,” which he wrote to revive innovation within the United States, provides insight into successful innovation. Ridley believes that the cultural influence of U.S. corporations is slowing the potential for innovation, but he hopes to put great potential back into the hands of U.S. entrepreneurs. I’ve pulled a few of his points on entrepreneurial views to clarify exactly what innovation is and what it takes to create effective ideas. 

  1. Uncertainty—Ridley believes that the one thing you’ll certainly have when in search for innovation is uncertainty. This uncertainty isn’t about not knowing what you want but about not knowing how to get it. The solutions our society seeks require us to “do” before we can define the specific things we need in the end.
  1. Discovery—According to author Ridley, entrepreneurs must learn new things and challenge what we accept as our realities. Discovery enables us to look for what isn’t obvious as we search for answers to complicated questions. We can also use discovery to ignite our passion for the goals we pursue, knowing that there’s more to uncover.
  1. Specialization—Innovation is infinite, so it’s similar to the business term specialization. Businesses that “specialize” are those that take a concept they’ve mastered and improve it. What’s central within the art of specialization is that something has already been mastered; the endless competition of global markets then pushes businesses to work toward even more mastery.

4. Trial and Error—Trial and error are thought to be ingredients within innovation because innovators have to prove what does or doesn’t work. Failing to test their ideas leads many companies to ignore what works for society. Ridley believes that trial and error, though forwarded with instinctive feelings at times, is the only way to confirm what society needs and how it can receive it.

This article was originally posted on Tim Noonan’s blog.

Tips for Delivering Constructive Criticism

As many professionals continue to work remotely, new challenges and obstacles arise every day. Aside from staying personally accountable, focused and driven, people in leadership roles face the challenge of delivering constructive criticism to others without having the benefit of in-person interaction. While it can feel insensitive to do this remotely, it is important that leaders provide effective feedback and criticism just as they would in pre-pandemic times. 

Tip #1: Pick the Right Medium of Communication

Choosing the best medium for communication is the first step to delivering constructive criticism remotely. While some people may prefer to send an email, a video call may prove to be more effective. Platforms such as Skype or Zoom are great tools to utilize when communicating with peers, especially if the discussion is personal. Miscommunication about someone’s effort, quality of work, or other personal attributes can be damaging so video conferencing will not only help make the situation more comfortable but ensure feedback is clear and understood.

Tip #2: Be Specific

Be specific with your feedback. Avoid vague feedback like, “Good effort on the presentation but I don’t like it. There’s a lot of room for improvement.” Specificity is more meaningful and actionable. A more specific example might be, “Good effort on the presentation but there are three areas that can be improved, namely, (1) cutting down the length of the presentation by using more concise bullet points, (2) adding more charts on the data analytics page so the client can assess the information quicker, and (3) using a stronger conclusion that summarizes our recommendations.” The more specific the feedback, the easier it is for that person to understand, take action and improve the project or situation. 

Tip #3: Use Compassion

The whole point of constructive criticism or feedback is to help the person improve. Using harsh words or being critical about something out of the person’s control can have the opposite effect and will only make them defensive. One way is to focus on the behavior, action or situation–not the person. Removing the ‘person’ from the equation will help him/her realize it is not a personal attack. Next, highlighting first what was done right sets up the conversation in a positive light and helps the person be more receptive to areas of improvement. 

Constructive criticism, whether delivered in person or remotely, can be straightforward without losing compassion. The ultimate goal is to help the other person improve, not to tear them down. Being empathetic to a person’s situation, knowing what’s actionable or not, focusing on the situation, not the person, and cushioning your critique with positive reinforcement will produce win-win results.

This article was originally published on Tim Noonan’s blog.

Why Philanthropy is Good for Business

Corporate philanthropy and social responsibility is win-win for companies on many levels as well as for the community at large. Of course, it improves your brand and it’s the right thing to do, which is why more companies today are ramping up their programs and making it a more thoughtful process and a priority. There’s also a more practical side to giving that can actually enhance a company’s growth strategy. The information below sheds light on why philanthropy is good for business. 

Loyal Customers

There’s a reason why companies make their philanthropic endeavors public. Consumers like to support companies that give back. In fact, consumers—especially those in the younger generations—are more likely to support companies that have hearts and give to worthy organizations. Studies show that approximately 87% of consumers will purchase from a company that supports a cause they feel passionate about. And those consumers will often stick with brands that are doing good, even if a service or product costs more.

Better Recruiting 

In addition to consumers wanting to support companies that are philanthropic, job candidates prefer to work for organizations that care, providing a larger and better pool of applicants. Many professionals would choose a company that gives back over one that doesn’t. Why? A company that cares by giving back is often a good indication of how it cares about its employees. 

A Better Company Culture

One of the most common ways in which companies give is by promoting or sponsoring volunteer activities. Involving employees in the community not only ensures philanthropic actions will have local impact and meaning, it will lead to happier and more productive employees. Studies have shown that employees who work for companies that have a clear mission and engage with their communities feel better about their workplace and are more engaged. 

Expanding Opportunities

Corporate philanthropy is most effective when it is tied to well thought-out social and business objectives and when it leverages a company’s strengths, namely, its resources, services and business acumen, to support charitable causes. It is also a powerful way to reach out and connect with like-minded business leaders in a wide range of industries. Making the right connections that cultivate mutual interests and respect can be an invaluable networking resource that leads to new opportunities, business prospects and lasting relationships.

Making charitable giving a standard practice is not only a genuine way to make the world a better place; it’s good for business too. As with other areas of business, it’s best to develop a solid strategy that aligns with your current initiatives and long-term goals. 

This article was originally posted on Tim Noonan’s blog.

How to Keep a Strong Culture During Growth

Leading a rapidly growing company can present many unique challenges that can test the grit of management and their commitment to the company’s core values and culture. Inability to manage increased complexity, pressures on systems and processes, and rapidly evolving market demands while failing to keep pace with innovation are only among the challenges that can impede a company’s ability to sustain growth. 

Business leaders who clearly articulate and preserve a strong workplace culture by never losing sight of their company’s most valuable asset—its human capital—will be more successful at managing times of rapid growth and outperforming competition in the long term.

Getting Clear

Clearly articulating your North Star—what defines your company at its core, what you stand for and why you’re different—is not only helpful to new startups but will help guide decision-making when times get tough during exponential growth.  Employees who have a clear understanding of a company’s North Star can better unite as teams, stay on course towards achieving new heights and better understand their purpose and role in the company’s overall success.

Keeping Employees Engaged

Effective leaders who are focused on culture engage all their stakeholders, particularly employees, in a continuous dialogue around the fundamental values and vision of the company. Inspiring employees to adopt a growth mindset—knowing they make a difference for their teams and the entire organization—will increase productivity and have immeasurable impact on the company. 

Rewarding Excellence

All employees want to be appreciated. Leaders of companies with strong growth foster and reward high-performance and excellence. They value the passion employees bring each and every day, ensuring they are competitively compensated and rewarded. Furthermore, they invest in the professional growth of their employees. 

Investing in Future Leaders

One of the most important ways any business leader can sustain a strong culture is to make room for leadership & development training. This can be challenging when dealing with the pace of change during rapid growth. Those charged with nurturing new leaders should design programs that are not only aligned with the company’s business strategy, but are focused on transformational leadership. Transformational leaders incorporate culture into their performance management systems, are better equipped to pivot with change, and welcome different, even contrary, perspectives so they can learn and grow from those they lead instead of remaining in a silo. Developing transformational leaders will ensure decisions are based on sustaining long-term growth rather than limited to short-term goals.

Leaders who have this type of foresight become better at building a culture that is going to be able to achieve operational excellence even when it is experiencing growing pains. They challenge the status quo, pivot in strategy to find opportunities, and inspire employees by acknowledging how their individual contributions flow to and drive the company’s success.

This article was originally published on Tim Noonan’s blog.

3 Traits of Emotional Intelligence and How To Put it To Use

Offices are generally a melting pot of different types of personalities. There are the drama queens/kings, the gossips, the shrinking violets and the go-getters, just to name a few. If you learn to look carefully, however, you will most likely find at least one person that never seems to be involved in major office drama, yet also doesn’t shrink away from confrontation. They never have juicy gossip to offer and they usually don’t provide a willing ear for it either. These are emotionally intelligent people. 

Emotional intelligence is often considered a soft skill, however it may be the most critical one for business success. Similar to almost all other types of intelligence, emotional intelligence is a muscle you can develop and build over time. And, it may take you far further than skills like coding, writing or administration skills. 

High EQ people are a sort of Sherlock Holmes of human behaviors. They know who to avoid in the morning before they have had their coffee, who to approach if they want to get things done and who has the most social influence over others. Here are three main traits of emotional intelligence and how you can begin to practice it at work.

Listen and learn.

Active listening may be the biggest superpower of emotionally intelligent people. They do this by observing and listening. The best salespeople and customer service agents are those that genuinely listen to the customer or client. By genuinely listening, one is able to understand what a customer’s unspoken needs are. This makes for the best service experience. When you can meet needs they may not even be aware they have, you can be more effective professionally. 

Get curious.

Curiosity from a place of empathy is the gateway to high emotional intelligence. Empathy not only involves understanding how others are feeling, but how one responds to these emotions. Emotionally intelligent people strive to understand others and why they may be acting or responding in a certain way. They are astute at interpersonal dynamics and can better connect and build deeper relationships. 

Neutralize toxicity.

Since high EQ people can control their reaction to emotions by focusing on their thoughts, they are usually good at dealing with and managing difficult people. They typically don’t allow anger or frustration to derail a situation when a toxic person confronts them. They may even strive to understand their point of view and focus on the solution, while taking everything with a grain of salt and not allowing toxicity to sabotage their emotional well being.

Putting EQ to work.

Once you start to recognize the small clues people are constantly dropping about themselves, you will begin to sharpen your awareness of others as well as yourself. Pay attention to nonverbal communication—signals that people send through their body language. Be mindful of your feelings and how these emotions influence the way you respond, impact your decisions and direct your interactions with others. Practice self-regulation by managing your emotions and adapting to changing situations. One important way is to pause and think before reacting to choose a calmer, more rational choice once you’ve considered all the possibilities. 

Being emotionally intelligent is, above all else, learning things about people that they may not even know about themselves. While some may use this knowledge to manipulate others to their advantage, those with integrity use emotional intelligence to develop a growth mindset, increase collaboration, find solutions and improve the workplace. 

This article was originally published on Tim Noonan’s blog.